ANNUAL PERFORMANCE PLAN 2020-2021 - PUBLIC PROTECTOR SOUTH AFRICA - annual performance plan 2020 ...
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PUBLIC PROTECTOR
SOUTH AFRICA
ANNUAL PERFORMANCE
PLAN 2020-2021
PUBLIC PROTECTOR VISION 2023
TAKING THE SERVICES OF THE PUBLIC PROTECTOR TO THE GRASSROOTS
PUBLIC PROTECTOR SOUTH AFRICA
ANNUAL PERFORMANCE PLAN
2020-2021
STATEMENT BY
THE EXECUTIVE
AUTHORITY
I am pleased to present the Public Protector Annual Performance Plan (APP) 2020/21. The plan is an
extension of the Strategic Plan we have adopted for the period 2020-2025.
It continues on the path of previous APPs, which sought to breathe life into the constitutional and
legislative mandates of the Public Protector through what we call the Public Protector Vision 2023.
The vision is a detailed plan through which we seek to take the services of this institution to the
grassroots. It is underpinned by eight pillars, namely enhancing access to our services; engaging
targeted communities in vernacular; expanding our footprint; and leveraging stakeholder relations,
formalising those relationships in Memoranda of Understanding.
Other pillars include empowering people to understand their rights; projecting an image of a safe
haven for the downtrodden; encouraging organs of state to establish effective internal complaints
resolution units; and ultimately turning communities into being their own liberators.
As can be seen in performance indicators and targets, we want to resolve complaints within stipulated
turnaround times, issue a specific number of investigation reports in a year, dispose of backlog cases,
deal with systemic bottlenecks which stand in the way of the delivery of quality public services and
good governance as well as engage in interventionist dialogues with problematic organs of state.
We also want to be more accessible to those that need our services the most as can be seen in our
outreach indicators and targets. At the same time, as one of the leading integrity bodies, we want to
lead by example and obtain a clean audit. Where we have adjusted our performance targets, we have
done so to be more realistic given the environment within and conditions under which we operate,
especially from a resourcing perspective.
There was full participation of management and staff in developing these targets. Accordingly, over
the next twelve months, the entire Public Protector Team will roll up their sleeves and put shoulder
to the wheel with a view to ensuring that the institutions performs optimally.
_______________________________________
ADV. BUSISIWE MKHWEBANE
PUBLIC PROTECTOR OF SOUTH AFRICA
PUBLIC PROTECTOR SOUTH AFRICA
5
FOREWORD BY
THE ACTING CHIEF
EXECUTIVE OFFICER
The financial year 2020/21 marks the first year of the implementation of the 2020-2025 Strategic
Plan. As an institution, we strive to resolve complaints against organs of state alleged to have acted
improperly to the prejudice of individuals or communities. We also assist organs of state to establish
and maintain efficient administration. Ultimately, the empowerment of citizens to exercise their rights
when prejudiced by organs of state remain an important aspect of our vision.
Our achievements in the 2018/19 financial year pertaining to the investigations programme include
the finalisation of 46 investigation reports and following up on remedial actions pertaining to all pre
selected reports. We also engaged 13 organs of state on systemic challenges that were identified in
the course of the financial year. In the same 2018/19 financial year, we managed to finalise 99% of
identified cases within turnaround times, reduced backlog cases with finalisation of 77% and finalised
6 systemic investigations. On the accessibility front, we conducted 277 outreach clinics, 69 more than
planned. Nine Public Protector Roadshows were held in all provinces, reaching numerous targeted
communities. Seven national events were conducted, while 64 radio interviews were held with various
radio stations on the offering of PPSA. The Public Protector was able to honour commitments of
AOMA and AORC as per the set targets and as President and Chairperson of these bodies respectively.
In the 2020/21 financial year, we will focus on streamlining our intake and assessment processes where
among other things, complaints may be referred to other competent bodies with the purpose of
expediting finalisation of cases. We also targeted to finalise 80% of cases within approved turnaround
times and to hold dialogues with organs of state in cases where emerging systemic challenges are
identified. We also intend to begin a process that can potentially assist the institution to supplement
its revenue in the long run, thus help in the implementation projects that have been suspended due
to financial challenges. In making this office accessible to all persons and communities, in line with our
constitutional mandate, we will continue using the modalities of outreach clinics, Public Protector
Roadshows and media interviews.
My team and I are energised to work towards achieving the set targets for the 2020/21 financial year.
______________________
MS YALEKILE LUSIBANE
ACTING CHIEF EXECUTIVE OFFICER
PUBLIC PROTECTOR SOUTH AFRICA
ANNUAL PERFORMANCE PLAN 2020/21 7
OFFICIAL SIGN-OFF
It is hereby certified that this Annual Performance Plan:
Was developed by employees and management of the Public Protector South
Africa under the guidance of Advocate Busisiwe Mkhwebane
Takes into account all relevant policies, legislation and other mandates for which
the Public Protector South Africa is responsible
Accurately reflects the Outcomes and Outputs which the Public Protector South
Africa will endeavour to achieve over the period 2020/21.
Mr Sibusiso Nyembe
Acting Executive Manager: Administrative Justice and Service Delivery and Good Governance
and Integrity
Signature: _____________
Ms Nelisiwe Thejane
Executive Manager: Provincial Investigation and Integration (Inland)
Signature: _____________
Adv. Stoffel Fourie
Executive Manager: Provincial Investigation and Integration (Coastal)
Signature: _____________
Ms Nthoriseng Motsitsi
Executive Manager: Complaints and Stakeholder Management
Signature: _____________
Mr Futana Tebele
Acting Executive Manager: Corporate Services
Signature: _____________
8
Mr Tshiamo Senosi
Acting Chief Financial Officer
Signature: _____________
Ms Machebane Mothiba
Senior Manager: Strategic Support
Signature: _____________
Ms Yalekile Lusibane
Acting Accounting Officer
Signature: _____________
Adv. Kholeka Gcaleka
Deputy Public Protector
Signature: _____________
Approved by:
Adv. Busisiwe Mkhwebane
Signature: __________________
Public Protector of South Africa
9
CONTENTS
Part A: Our Mandate.................................................................................................... 11
1. Updates to the relevant legislative and policy mandates .......................... 11
2. Updates to the Institutional Polices and Strategies. ................................... 14
3. Updates to Relevant Court Rulings ................................................................ 14
Part B: Our Strategic Focus ........................................................................................ 16
4. Situational Analysis ......................................................................................... 16
4.1 External Environmental Analysis ................................................................... 17
4.2 Internal Environmental Analysis ................................................................... 18
Part C: Measuring Our Performance ........................................................................ 21
5. Institutional Programme Performance Information ................................... 21
5.1 Programme 1: Administration ........................................................................ 21
5.2 Programme 2: Investigations .......................................................................... 24
5.3 Programme 3: Stakeholder Management ..................................................... 29
6. Technical Indicator Descriptions .................................................................... 34
Acronyms..................................................................................................................... 46
10PART A: OUR MANDATE
1. Updates to the relevant legislative and policy mandates
The Public Protector South Africa’s mandate is to strengthen constitutional democracy through the
pursuit of the Constitution and the following key statutory mandate areas:
1.1 Maladministration and related improprieties
(a) To implement the Public Protector Act 23 of 1994 through investigating maladministration or
improper or prejudicial conduct, including abuse of power and abuse of state resources in all state
affairs;
(b) To resolve administrative disputes or rectifying any act or omission in administrative conduct
through mediation, conciliation or negotiation; and
(c) To advise on appropriate remedies or employing any other expedient means.
1.2 Executive Ethics Enforcement
To enforce the Executive Ethics Code as mandated by the Executive Members’ Ethics Act 82 of 1998.
1.3 Investigating Corruption
To investigate allegations of corruption as mandated by section 6(4) (a) (iv) of the Public Protector
Act, read with the Prevention and Combating of Corrupt Activities Act 12 of 2004.
1.4 Protected Disclosures
To receive and address protected disclosures from whistle blowers as mandated by the Protected
Disclosures Act
1.5 Review of decisions of the National Home Builders Registration Council (NHBRC)
To review decisions of the National Home Builders Registration Council as mandated by the Housing
Protection Measures Act 95 of 1998.
1.6 In addition, the following laws either recognise the inherent investigative powers of the Public
rotector or assign some administrative role to the office:
1.6.1 Electoral Commission Act 51 of 1996 – The Public Protector must serve as a member of
a panel that recommends a list of candidates to a National Assembly Committee that nominates
Electoral Commissioners
111.6.2 National Archives and Record Service Act 43 of 1996 – The Public Protector must be
consulted on investigations into the unauthorised destruction of records otherwise protected under
this Act
1.6.3 National Energy Act 40 of 2004 – The protection (from civil or criminal liability, dismissal,
disciplinary action, prejudice or harassment) of people who make disclosures of health and safety
risks or failure to comply with a duty imposed by this Act to the Public Protector.
1.6.4 Promotion of Equality and Prevention of Unfair Discrimination 4 of 2000 – recognises the
Public Protector as an alternative forum to resolve equality disputes.
1.6.5 Promotion of Access to Information Act: Access to information disputes under the Promotion
of Access to Information Act (PAIA) 2 of 2000 (The function will no longer rest with the PPSA once
the process of transferring this mandate to a specialised information regulator is finalised);
1.6.6 Public Finance Management Act 1 of 1999 – The Public Protector must receive a certificate
from an accounting officer of an organ of state that has received donations or sponsorship from
donors or sponsors who wish to remain anonymous, stating that the identity of the donor or sponsor
has been revealed to them, that they have noted it and have no objection. This provision does not
limit the Public Protector from supplying this information to his/her staff, and where she/he deems
it in the public interest, to report on this.
1.6.7 Lotteries Act 57 of 1997 – The Public Protector receives bona fide confidential disclosures
in respect of publishing any information in connection with any grant application or the grant itself
1.6.8 Special Investigating Units and Special Tribunals Act 74 of 1996 – Referral of cases between
the Public Protector and the SIU.
1.6.9 National Environmental Management Act 108 of 1999 – Records and annual reports on
environmental conflict management referred to in the Act include proceedings by the Public Protector
1.6.10 Public Audit Amendment Act 05 of 2018 – The expanded mandate of the Auditor-General
provides for the power to refer material irregularities to relevant public bodies, including the Public
Protector and the Hawks for further investigations.
1.7 Policy mandates
121.7.1 The National Development Plan, 2030 (NDP)
Chapter 14 of the NDP states that corruption undermines good governance, and that poor governance
“can critically undermine national development”. The NDP reiterates that it is crucial in an effective
and democratic state that political leaders and public officials account to the citizens for their actions.
According to the NDP, the country needs an anti-corruption system that “makes public servants
accountable, protects whistle-blowers and closely monitors procurement.”
The NDP singles out four areas in which policies should be implemented towards an accountable
state:
a) Building a resilient anti-corruption system
b) Strengthen accountability and responsibility of public servants
c) Create a transparent, responsive and accountable public service
d) Strengthen judicial governance and the rule of law.
The NDP calls for South Africa’s “anti-corruption arsenal”, including the Public Protector and
the Auditor-General “to have the resources, independence from political influence, powers to
investigate corruption, and their investigations should be acted upon”. The NDP highlighted that a
functioning anti-corruption system requires “sufficient staff and resources with specific knowledge
and skills; special legislative powers; high level information sharing and co-ordination; and operational
independence”. Independence entails insulating institutions from political pressure and interference.
The NDP specifically states that -
“… competent, skilled institutions like the Public Protector and Special Investigating Unit need to be
adequately funded and staffed and free from external interference.”
And further “strengthening the anti-corruption system requires increasing the agencies’ specialist
resources. More capacity should be created for corruption investigations – more funding is required
to employ skilled personnel and sophisticated investigative techniques”.
The following proposals of the NDP impact directly on the mandate areas of the Public Protector:
a) Strengthen the multi-agency anti-corruption system
b) Strengthen the protection of whistle-blowers
c) Greater central oversight over the awarding of large tenders or tenders with long duration
d) Empower the tender compliance monitoring office to investigate corruption and the value for
money of tenders.
131.7.2 The Sustainable Development Goals
The Sustainable development Goals (Goal 16: Peace, Justice and Strong Institutions) Promoting peace
and justice is one of 17 Global Goals that make up the 2030 Agenda for Sustainable Development.
Peace, stability, human rights and effective governance based on the rule of law are regarded as
important conduits for sustainable development.
Goal 16, contains several sub-priorities which are relevant to the role and mandate of the Public
Protector, including reducing corruption; developing effective, accountable, and transparent
institutions; ensuring inclusive, participatory, and representative decision-making; and ensuring access
to information.
2. Updates to the Institutional Polices and Strategies
Key policies and strategies that Public Protector South Africa plans to initiate/implement are the
following:
• Vision 2023
• Public Protector rules
• Clean audit strategy
• Institutional Turnaround Strategy
3. Updates to Relevant Court Rulings
3.1. In Economic Freedom Fighters v Speaker of the National Assembly and Others; Democratic
Alliance v Speaker of the National Assembly and Others[1], the Constitutional Court per Chief
Justice Mogoeng stated the following when confirming the powers of the Public Protector:
3.1.1. Complaints are lodged with the Public Protector to cure incidents of impropriety, prejudice,
unlawful enrichment or corruption in government circles;
3.1.2. An appropriate remedy must mean an effective remedy, for without effective remedies for
breach, the values underlying and the rights entrenched in the Constitution cannot properly be
upheld or enhanced;
3.1.3. Taking appropriate remedial action is much more significant than making a mere endeavour
to address complaints which was the most the Public Protector could do in terms of the Interim
Constitution. However sensitive, embarrassing and far–reaching the implications of her report and
findings, she is constitutionally empowered to take action that has that effect, if it is the best attempt
at curing the root cause of the complaint;
3.1.4. The legal effect of these remedial measures may simply be that those to whom they are
14directed are to consider them properly, with due regard to their nature, context and language, to
determine what course to follow;
3.1.5. Every complaint requires a practical or effective remedy that is in sync with its own peculiarities
and merits. It is the nature of the issue under investigation, the findings made and the particular kind
of remedial action taken, based on the demands of the time, that would determine the legal effect it
has on the person, body or institution it is addressed to;
3.1.6. The Public Protector’s power to take appropriate remedial action is wide but certainly not
unfettered. What remedial action to take in a particular case, will be informed by the subject-matter
of the investigation and the type of findings made;
3.1.7. Implicit in the words “take action” is that the Public Protector is herself empowered to decide
on and determine the appropriate remedial measure. And “action” presupposes, obviously where
appropriate, concrete or meaningful steps. Nothing in these words suggests that she necessarily has
to leave the exercise of the power to take remedial action to other institutions or that it is power
that is by its nature of no consequence;
3.1.8. She has the power to determine the appropriate remedy and prescribe the manner of its
implementation;
3.1.9. “Appropriate” means nothing less than effective, suitable, proper or fitting to redress or undo
the prejudice, impropriety, unlawful enrichment or corruption, in a particular case.
3.1.10. The remedial action taken by the Public Protector has a binding effect. The Constitutional
Court further held that: “When remedial action is binding, compliance is not optional, and whatever
reservations the affected party might have about its fairness, appropriateness or lawfulness. For this
reason, the remedial action taken against those under investigation cannot be ignored without any
legal consequences.”
15PART B: OUR STRATEGIC FOCUS
4. Situational Analysis
In an endeavour to better understand the environment within which PPSA operates,
the institution used the SWOT analysis below:
Strengths The PPSA derives its mandate from the Constitution
and is subject only to the Constitution and the law
The PPSA is part of Chapter 9 institutions that uphold our
constitutional democracy
The PPSA is generally regarded as a professional institution
with a good reputation for resolving complaints of
conduct and service delivery failures by organs of state.
Sound financial management
Knowledgeable and competent staff
Outcomes of the PPSA investigations that changes the lives
of ordinary South Africans
Accessible to the public
Weaknesses Inadequate publishing/sharing of good work performed
by the PPSA
Absence of a Case Management System
Inadequate subject matter specialists (e.g. forensic
investigators)
Inadequate office space
Opportunities Referral of matters in terms of section 6(4) of the Public
Protector Act
Sharing resources with other investigative organs of state
and stakeholders to improve accessibility.
Income generation (funding model)
Expand PPSA footprint to reach far flung areas
Reach out to people with disabilities
Leverage on PPSA success stories in the media coverage
Intake of interns
Involvement in AOMA and AORC to influence and learn
from ombudsman institutions in Africa
Leverage relations with FISD for mutual benefit
Escalate non-implementation of remedial action to
Parliament to improve the effectiveness of the office
Inadequate funding
Threats Unstable electricity supply in the country (load-shedding)
Increase in litigation and associated costs
Negative press/media coverage
No security provision in the Provinces and Regions
Non-implementation of remedial action
Decay in governance within the state
164.1 External Environmental Analysis
During our planning, PESTEL analysis below was used as a tool to take into account and to assess
external environmental factors that could potentially affect the implementation of the strategic plan
and Annual Performance Plan.
Political New government policies and/or the failure on the part
factors of organs of state to effectively implement and sustain
the impact of existing policies resulting in many
complaints to the PPSA
Economic Competing demands (e.g. service delivery) on a dwindling
factors budget resulting in less resources being available to fund
institutions such as the PPSA.
PPSA is solely dependent on allocations of funding by the
national government.
Budget cuts to different spheres of government may lead
to more service failure complaints
The slow growth in the country’s economy affects
allocation of budgets, resulting into the office’s operations
being negatively affected
Social factors The demographics of the country: the poorest of the
poor in vast areas in provinces that do not have access to
the services of the PPSA
Media influence to the public on reporting
Impact of service delivery protests
Ordinary people are really benefiting from the PPSA
Technological The use of technology to develop a cellular phone
factors application for better accessibility to PPSA and referral
services
Impact of the fourth industrial revolution and automation
of processes
Technology as a vehicle for communication with
complainants
The lack of an electronic Case Management System
Environmental The ongoing development of townships and suburbs which
factors result in an increase in the population in certain areas
requiring access to basic services, the lack of which will lead
to more people approaching to the PPSA for assistance.
Legal factors The PPSA has a strong legal basis in terms of its empowering
legislation.
High number of review and other court applications against
the Public Protector as a result of binding remedial action
Application and implementation of the relevant
jurisprudence and Public Protector Rules
17The PPSA services people in all nine provinces, thus the representation of our offices in all provinces
through the provincial and regional offices.We took into account the people who need to access our
services in the development of the strategic plan.
The challenges that the PPSA need to address range from organs of state that may not respond to
PPSA timeously during investigations to non-implementation of remedial action by organs of state.
For PPSA to make an impact in the lives of complainants who were prejudiced by organs of state,
cooperation from the same organs of state in the implementation of remedial action is key.
The nature of complaints received by the institution is affected by the environment within organs of
state. For example, poor service delivery in certain municipalities may cause a spike in the number of
service delivery related issues the institution receive. Another notable trend is the increase in the
number of conduct failure complaints against office bearers close to election periods, which are
taken into account when planning. There are also a notable receipt of complaints of a similar nature
which point to systemic administrative deficiencies in state organs.
Throughout the years, the Auditor-General has been reporting on irregular expenditure and fruitless
and wasteful expenditure which could be linked to fraud and corruption.With its expanded mandate
to refer material irregularities to relevant public bodies (including the Public Protector), the office is
in a position to deal with specific requests for investigations from the Auditor-General.
Organs of state have a right to exercise their legal remedies to take Public Protector’s reports on
judicial review. This legal right however, has led to certain organs of state taking matters on judicial
review even though there are no justifiable grounds. The process of judicial review also prejudices
complainants who need their matters resolved timeously.
An increasing number of complaints such as those pertaining to tender irregularities is on the rise,
prompting PPSA to prepare for such complex investigations, such as training investigators and
coming up with more efficient ways of investigating such matters.
4.2 Internal Environment Analysis
The institution is structured mainly in terms of core and support functions. The institution is also
represented in all nine provinces, including nine regional offices. In total, there are nineteen offices
across the country. Key to the performance of the institution is our ability to fulfil our legislative
mandate and the realisation of vision 2023.We receive cases that are categorised as Early Resolution,
Service Delivery and Good Governance. Early Resolution cases are predominantly simple matters
that deal with bread and butter issues such as the undue delay in processing a pension pay out.
Service Delivery cases deal with alleged failure of organs of state to deliver services to
communities such as water provision. Good Governance cases focuses on conduct failure
18investigations where allegations such as tender irregularities and conduct of members of the Executive
are investigated. Furthermore, it is vital for the Public Protector to work with organs of State on a
continuous basis until the remedial action imposed by the Public Protector is implemented.
The institution has an obligation to finalise cases that have already superannuated, while at the same
time having to deal with new cases with limited resources at hand. The caseload per investigator is
unreasonably high considering the increasing number of complex cases received by the institution.
Complex cases take time to be finalised and may require specialised skills in other fields such as
forensics, quantity surveying, etc. that the institution does not have in-house.
In terms of remedial action, the compliance unit is under capacitated to effectively deal with all the
required follow-ups with organs of state. The effectiveness of this office may be undermined by the
non-implementation of remedial action and organs of state are therefore urged to comply with the
implementation of remedial action.
Risk Management in the Institution is another important area that complements the efficiencies and
effectiveness of the organisation. Early warnings are derived from a risk register and as a result, the
institution is in a better position to respond to such early warnings. Therefore the Risk Management
Unit needs to have increased capacity.
The expansion of services to comply with the constitutional injunction on universal access has also
been severely affected by financial constraints, leading to a strategic decision to partner with other
institutions in the coming years.We are exploring options for optimal physical access by approaching
organs of State to utilise state owned buildings such as magistrates courts based on the conclusion of
relevant Memoranda of Understanding (MOUs) with the Department of Justice and Correctional
Services and other institutions such as traditional councils and municipalities.
As a result of budgetary constraints, the institution has had to cut down on important projects or
defer them to other financial years. Such projects include implementation of the Disaster Recovery
System, having an integrated security system, expanding the footprint of the office as well as training
and development of staff. The financial situation has gotten worse and threatens the institution’s
ability to execute its constitutional mandate effectively.
The approved organisational structure of PPSA has never been fully funded, which hampers its ability
to rigorously investigate and finalise cases on time. When compared with the corporate structure
of the Auditor General, a fellow Chapter 9 institution with a similar oversight mandate covering the
entire state and even more, the PPSA’s approved organisational structure is grossly inadequate. PPSA
is expected to investigate any conduct in state affairs meaning, the kind of resourcing is inadequate
for an institution whose mandate is so broad it covers over a
19thousand organs of state including, National Government Departments, Provincial Government
Departments, Municipalities, State-Owned Enterprises, universities, etc.
Limited office space also continues to be a challenge. This has resulted in a deterioration of working
conditions with several employees being forced to share offices and some offices not meeting the
basic requirements of the Occupational Health and Safety Act. Security in various offices has also
become a major risk and several break-ins and muggings have been reported in Provincial and
Regional Offices.This is a matter of serious concern. Due to financial constraints, PPSA has not been
able to relocate high risk Provincial Offices with the required urgency. Over the medium term, PPSA
will explore the option of procuring/renting state-owned buildings.
Pertaining to Broad-Based Black Economic Empowerment Act 53 of 2003 compliance, the institution
is in a process of acquiring a compliance certificate.
PPSA has a policy on people with disabilities and special needs, with an emphasis on enabling people
with disabilities (both employees and clients) to have access to PPSA premises and events. In as
much as implementation of the policy is dependent on financial resources, PPSA intends to continue
catering for people with disabilities such as having materials printed in braille for visually impaired
clients, having sign language translators at big events as well ensuring our offices cater for the needs
to people using wheelchairs.
The institution is playing an important role in empowering the youth through a partnership with
SASSETA where graduates are employed in different fields ranging from investigations to administration
with a focus on providing the graduates with experience. It is envisaged that the experiential training
will open opportunities to these graduates to enter into full-time employment.
The institution is a member of the AOMA , where the Public Protector holds the position of
President. AOMA’s role is to strengthen the Ombudsman Institutions in Africa to become among the
best in the world. AOMA established the AORC. AORC’s main role is to support AOMA’s goals of
promoting ombudsmanship, good governance, the rule of law and human rights in Africa. Secondly,
AORC seeks to develop the capacity and knowledge of AOMA members. AORC is funded by the
Department of International Relations’ (DIRCO’s) African Renaissance Fund. The Public Protector is
the chairperson of AORC.
20Part C: Measuring Our Performance
5. Institutional Programme Performance Information
5.1 Programme 1: Administration
Purpose: The purpose of administration programme is to create effective systems within
the institution to ensure optimal performance and compliance to laws and regulations. The
administration programme supports the Public Protector in fulfilling the constitutional mandate.
Outcomes, outputs, performance indicators and targets
Annual Targets
Outcome Output Output
Indicator Estimated
Audited / Actual MTEF Period
Perform-
Performance ance
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Target Target Target
Clean Clean Obtain
The The The Clean Obtain Maintain Maintain
institut- instituti- instituti- Audit a clean a clean a clean
audit audit clean Strategy
ion on on recei- reviewed audit audit audit
achieved obtained audit received received ved an and opinion opinion opinion
and main annually an an unqualif- impleme-
unquali- unquali- ied audit nted. The
tained fied fied opinion institution
to receive
audit audit an unqu-
opinion opinion alified
audit
opinon
Implemen- ICT Percent- N/A Video Hard N/A 100% 100% N/A
tation conferen- drive impleme-
infrastru- age of implem-
of ICT cing and ntation
encryp-
systems cture implem- integrated ntation
tion of a Case
to telephone of a
implem- entation was Manage-
optimally managem-
ented of ICT implem- Mobile ment
support ent system
Applica-
business infrastr- were not ented at Referral
objectives implemen- tion
ucture 100% Applicat- by 31
ted, while
e-mail ion March
encryption by 31 2022
was March
implemen- 2021
ted
21Output indicators: annual and quarterly targets
Output
Indica- 2020/21 Quarter 1 Quarter 2 Quarter 3 Quarter 4
tor Target
Obtain clean Obtain a Review the N/A 50% 100% Implem-
audit clean audit clean audit Implementa- entation of the
annually opinion strategy tion of the clean audit
clean audit strategy (impleme-
strategy ntation and
(implemen- monitoring
tation and of audit action
monitoring plan)
of audit
action plan)
Percentage 100% Submit for Finalise the Deploy, test Rollout and
of impleme- implem- approval development and provide implematation
ntation entation business of the Mobile training on of Mobile
of ICT of a case for the Referral Mobile Referral Referral
infrastru- Mobile development Application Application Application
cture of the Mobile (60%) (80%) (100%)
Referral
Referral
Applicat- Application
ion (30%)
by 31
March
2021
Explanation of planned performance over the medium-term period
PPSA is an integrity institution and it is very important for the institution to obtain and maintain
clean audit outcomes from AGSA year on year. The institution has planned to review its clean audit
strategy and to implement it in order to attain a clean audit outcome in the 2020/21 financial year
and to maintain the clean audit outcome in subsequent financial years.
A functional Case Management Application is crucial to PPSA fulfilling its mandate in assisting
investigative staff to finalise cases timeously, therefore benefitting complainants. Since investigators
spend more time on reporting using time-consuming manual systems, the CMA will cut reporting
time, thus freeing investigators to focus on investigations. PPSA plans implement a Case Management
Application in 2021/22 financial year. In the meantime, a Mobile Referral Application will be
implemented to assist complainants on appropriate complants handling mechanism available prior
to approaching the Public Protector
22Programme Resource Considerations
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Revised Revised Planning
Audited Audited Audited Approved budget budget
Outcome Outcome budget
Outcome budget estimate estimate estimate
Rand 000 000 000 000 000 000 000
thousand
Objective/
Activity
Administ- 113 519 149 285 129 626 128 972 135 554 142 555 148 801
ration
Total 113 519 149 285 129 626 128 972 135 554 142 555 148 801
Explanation of the contribution of resources towards achievement of outputs
The clean audit strategy is implemented by PPSA employees, thus the allocation is covered under
compensation of employees. Furthermore, a budget has been made available to procure an Internal
Audit software that is key to strengthening certain internal controls. Provision has also been
made for the implementation of the Mobile Referral Application in the 2020/21 financial year. The
administration programme is funded from National Treasury allocation to PPSA.
Updated Key Risks
Outcome Key Risk Risk Mitigation
Clean audit Inadequate monitoring of Strengthen internal controls and
achieved and internal controls and monitoring mechanisms by
maintained inadequate implementation of improving compliance monitoring
internal controls
Implementation of Inadequate funding Use an alternative Open Source System
ICT
systems optimally
support
business objectives
ANNUAL PERFORMANCE PLAN 2020/21 2324
41
Finalise 60%
60% of
cases within
the following
turnaround
9
times:
5.2 Programme 2: Investigations
ER : 9 months
SD : 18 months
18 by 31 March
GGI : 30 months
2023
GGI : (very
complex) 3036
months by 31
March 2021
Outcomes, outputs, performance indicators and targets
by 31 March
2022
by 31 March
2021
30 months Percentage N/A N/A N/A 60% Finalise 80% of 30
of 30 30 months and of 30 months months and older
months and cases (expect GGI very
older cases complex matters) by 31
in line with fulfilling the mandate of the Public Protector to strengthen constitutional democracy.
finalised March 2023
Purpose: The purpose of the investigations programme is to ensure speedy resolution of complaintsby 31
March 2022
25Output indicators: annual and quarterly targets
26
Output Indicators 2020/21 Target Quarter 1 Quarter 2 Quarter 3 Quarter 4
Number of Finalise 41 Finalise 14 Finalise 4 Finalise 12 Finalise 11
investigation investigation investigation investigation reports investigation investigation reports
reports finalised reports by 31 reports reports
March 2021
Percentage of Finalise 60% of Finalise 60% of cases Finalise 60% of cases Finalise 60% of Finalise 60% of cases
adherence to cases within within the following within the following cases within the following
turnaround times in the following turnaround times: turnaround times: within the turnaround times:
finalisation of cases turnaround times: ER: 9 months ER: 9 months following ER: 9 months
ER : 9 months SD: 18 months SD: 18 months turnaround times: SD: 18 months
SD : 18 months GGI: 30 months GGI: 30 months ER: 9 months GGI: 30 months
GGI : 30 months GGI (very GGI (very SD: 18 months GGI (very
GGI : (very complex): 36 complex): 36 GGI: 30 months complex): 36
complex) 36 months months GGI (very months
months by 31 complex): 36
March 2021 months
Percentage of 30 months Finalise 60% of 30 Finalise 20% of 30 Finalise 30% of 30 Finalise 50% of 30 Finalise 60% of 30
and older cases finalised months and older months and older months and older months and older months and older
cases (except GGI cases (except GGI cases (except GGI cases (except GGI cases (except GGI
very complex very complex very complex very complex very complex
matters) matters) by the end matters) by the end matters) by the matters) by the
by 31 March 2021 of the quarter of the quarter end of the quarter end of the quarter
Investigation and Finalise 2 systemic N/A N/A N/A Finalise the 2 systemic
finalisation of systemic investigations/interv investigations/
investigations / entions identified in intervention
interventions 2019/20 by 31 March identified in 2019/20
2021 financial year and
produce reports signed
by the Public Protector
10 dialogues held with 2 dialogues held with 3 dialogues held with 2 dialogues held with 3 dialogues held with
Number of dialogues held
organs of State on organs of State on organs of State on organs of State on organs of State on
with organs of State on systemic challenges
systemic challenges systemic challenges systemic challenges systemic challenges systemic challenges
by 31 March 2021Explanation of planned performance over the medium-
term period
The outputs of finalising investigation reports, systemic investigations, finalising cases within turnaround
times, prioritising the finalisation of cases that are two years and older as well as continually holding
dialogues with organs of state to address systemic challenges are key to achieving the core mandate
of PPSA. This is aimed at changing the lives of the complainants we serve once investigations are
finalised and appropriate remedies are implemented by relevant organs of state. Women, the youth
as well as people with disabilities are welcome to lodge complaints that will be investigated and
finalised.
The institution has planned to finalise 50 investigations reports over the MTEF period. The number
50 was arrived at after considering factors such as capacity (number of investigative staff) along with
complexity of matters the office has been receiving lately. Pertaining to timeframes within which
investigations should be finalised, the plan is to finalise ER cases within 6 months, SD cases within
12 months, GGI cases within 24 months and very complex GGI cases within 36 months. There are
however, ER, SD and GGI cases that had already superannuated and are 2 years and older, prompting
a focus on ensuring their finalisation.
On systemic investigations, the plan is to finalise two systemic investigations every two years due to
their complexity. The purpose of these systemic investigations is to assist organs of state to resolve
systemic challenges and to improve service delivery. Related to systemic challenges, when PPSA
notes a trend or an influx of complaints pertaining to a specific organ of state, those organs of state
are contacted in order for dialogues to take place with the aim of resolving those identified systemic
challenges. The target is to hold at least ten dialogues per annum.
Programme Resource Considerations
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Revised Revised Planning
Audited Audited Audited Approved budget budget budget
Outcome Outcome Outcome budget estimate estimate
estimate
Rand 000 000 000 000 000 000 000
thousand
Objective/
Activity
Investigati- 174 673 181 991 180 795 180 567 192 457 203 523 213 836
ons
Total 174 673 181 991 180 795 180 567 192 457 203 523 213 836
ANNUAL PERFORMANCE PLAN 2020/21 27Explanation of the contribution of resources towards achievement of outputs
The biggest cost driver for PPSA investigations is compensation of employees since investigative staff
is responsible for investigating, finalising cases and referring the matters. The service provided by
PPSA is labour intensive and manual.The Investigations programme is funded from National Treasury
allocation to PPSA.
Updated Key Risks
Outcome Key Risk Risk Mitigation
Investigations Lack of cooperation from Apply the Public Protector rules
finalised within organs of state
turnaround times
Possible budget cuts that Adjust targets in line with
can potentially lead to investigative capacity
fewer investigators being in
the employ of PPSA and
limited funding to acquire
specialised skills (e.g.
forensic investigators) to
assist in certain
investigations
285.3 Programme 3: Stakeholder Management
Purpose: The purpose of the programme is to enhance accessibility of Public Protector services to all persons and communities as well as to assist
in improving complaints handling mechanisms in organs of state and ombudsman institutions.
Outcomes, outputs, performance indicators and targets
O
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
208 were N/A Conduct 208 Conduct 208
conducted outreach clinics outreach clinics
outreach clinics across the across the
across the country by 31 country by 31
country by 31 March 2022 March 2023
March 2020
Public Number 7 national 9 Public Conduct 5 Conduct 5 Conduct 5
Protector of Public events were Protector Public Public Public
webinars Protector conducted Roadshows Protector Protector Protector
/ national webinars (including webinars / webinars / webinars /
events / national national events) national events national events national events
conducted events conducted by 31 by 31 March by 31 March by 31 March
conducted March 2020 2021 2022 2023
2 radio slots Conduct
conducted per 87 radio
province by 31 interviews
March 2020 nationally by 31
March 2021
2930
Bilateral 1 bilateral
agreements agreement
entered
entered
into
into with an
ombudsman
or organ of
state by 31
March 2020
by 31 March
2020
chaired chair chair chair
chaired
by 31 March
2020Output indicators: annual and quarterly targets
Conduct 5 Public
Conduct 208 Protector
outreach clinics Conduct 52 outreach
N/A Conduct
Conduct52 outreach
3 Public Conduct outreach
Conduct 152Public Conduct
Conduct152 outreach
Public
webinars / webinars
across the/ country events
national by 31 by clinics across the clinics across
Protector the
webinars / clinics across
Protector webinar
the / clinics across
Protector webinar
the /
national events 31 March
March 20212021 country per quarter country
national per quarter
events national per quarter
country event national per quarter
countryevent
conducted (Mandela Day, (16 days of Activism) by the end of the
Conduct 9 Public Protector
roadshows (including national Women’s Day and by the end of the quarter
events) by 31 March 2021 Heritage Day) by the quarter
end of the quarter
Number of radio interviews Conduct 87 radio interviews Conduct 27 radio Conduct 2727radio radio
Conduct 2727radio
conducted nationally by 31 March 2021 interviews nationally by interviews nationally by interviews nationally by
the end of the quarter the end of the quarter the end of the quarter
Number of radio interviews Identify an ombudsman
conducted institution to enter into a
bilateral agreement with or
identify
Identify an
an organ of state to
ombudsman
assist in strengthening
institution to enter intoitsa
internal
bilateral complaints
agreement handling
with or
mechanisms
identify an organ of state to
Percentage of AORC board assist in strengthening its
meetings chaired by the internal complaints handling
Public Protector mechanisms
Percentage of AORC board
meetings chaired
Percentage by the
of AOMA Public Protector to chair Public Protector to chair any Public Protector Public Protector to chair Public Protector to chair
Public Protector
meetings chaired by the 100% of scheduled AOMA scheduled AOMA meeting to chair any any scheduled AOMA any scheduled AOMA
Public Protector meetings by 31 March 2021 scheduled AOMA meeting meeting
Percentage of AOMA Public Protector to chair Public Protector to chair any Public Protector Public Protector to chair Public Protector to chair
meetings chaired by the 100% of scheduled AOMA scheduled AOMA meeting to chair any any scheduled AOMA any scheduled AOMA
Public Protector meetings by 31 March 2021 scheduled AOMA meeting meeting
31Explanation of planned performance over the medium-term period
The outputs concerning conducting of clinics across the country, Public Protector roadshows
and radio interviews are pivotal in making PPSA accessible to as many people in South Africa as
possible, in fulfilling the institution’s mandate as stipulated in Section 182 (4) of the Constitution
of being accessible to all persons and communities. Planned targets for outreach clinics is to reach
communities through conducting at least 208 clinics per annum. Nine roadshows are planned to take
place each financial year. As for radio interviews, it is expected that every province will conduct at
least four interviews every financial year.
At least one bilateral agreement is planned to be entered into between the Public Protector and
ombudsman institutions/organs of state annually. These bilateral agreements are at the heart of
assisting the complainants PPSA is created to assist in expediting resolution of their matters. On
the one hand, the bilateral agreements with ombudsman institutions among others, talks to referral
of complaints to more appropriate bodies, therefore improving efficiency. Furthermore, bilateral
agreements with organs of state focus mainly on assisting organs of state to establish internal
complaints handling mechanisms in order for complainants to be assisted within the institutions they
complain about. In short, the abovementioned bilateral agreements will assist complainants to be
assisted expeditiously.
The Pubic Protector as president of AOMA and chairperson of AORC is expected to attend and
chair key meetings of these bodies. These bodies are key to assisting Ombudsman Institutions in
Africa to become among the best in the world. In this way, the Public Protector is engaged in a
process that will see complainants in the rest of Africa being assisted.
Programme Resource Considerations
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Revised Revised Planning
Audited Audited Audited Approved budget budget budget
Outcome Outcome Outcome budget estimate estimate
estimate
Rand 000 000 000 000 000 000 000
thousand
Objective/
Activity
Stakeholder
manageme- 5 275 13 937 12 045 13 087 13 804 14 535 15 285
nt
Total 5 275 13 937 12 045 13 087 13 804 14 535 15 285
32 PUBLIC PROTECTOR SOUTH AFRICAExplanation of the contribution of resources towards achievement of outputs
The budget allocation for the stakeholder management programme is apportioned in line with the
targets set to ensure that some of the goals of vision 2023 are attained and contribute towards
making PPSA more accessible, especially to those people staying in remote areas within the country.
In addition, the contribution to ombudsman institutions in Africa is also catered for through the
budget allocated to AOMA and AORC activities.The Stakeholder Management programme is funded
from National Treasury allocation to PPSA.
Updated Key Risks
Outcome Key Risk Risk Mitigation
Accessible PPSA Inability to reach people in Outreach interventions to target far
services remote areas/Inadequate flung/remote areas will include:
inaccessibility to rural/
remote areas The use of local radio stations
to get the message PPSA needs to
communicate to those communities
Outreach clinics being held in some
of the identified remote areas
336. Technical Indicator Descriptions
Programme 1: Administration
Indicator title Obtain clean audit annually
The Public Protector South Africa to obtain and sustain a
Definition clean audit opinion from Auditor-General South Africa
Source of data Clean Audit Action Plan, quarterly reports on implementation
of Clean Audit Action Plan, AGSA audit report
Method of calculation / Verification against AGSA audit report if the clean audit is obtained
Assessment
Assumptions Operational systems of producing financial statements
Disaggregation of Target for women: N/A
beneficiaries (where Target for youth: N/A
applicable) Target for people with disabilities: N/A
Spatial Transformation N/A
(where applicable)
of Clean Audit Action
Plan, AGSA audit report
Calculation Type N/A
Reporting cycle Quarterly
Desired performance 100% achievement of target
Indicator responsibility CFO, all executive managers, all senior managers
Indicator title Percentage of implementation of ICT infrastructure
PPSA will develop a Mobile Referral Application (MRA) that will
Definition serve as a guide to prospective complainants on appropriate
complaint handling mechanisms available prior to approaching the
Public Protector
Source of data MRA
Method of calculation / Functional MRA
Assessment
Means of verification Review of the functionality of the MRA
Assumptions People have access to mobile technology
34Indicator title Percentage of implementation of ICT infrastructure
Disaggregation of Target for women: N/A
beneficiaries (where Target for youth: N/A
applicable) Target for people with disabilities: N/A
Spatial Transformation Prospective complainants in all provinces will benefit from the MRA
(where applicable)
Calculation Type N/A
Reporting cycle Quarterly
Desired performance 100% achievement of the target
Indicator responsibility Senior Manager: ICT, Executive Manager: CSM and Manager:
Knowledge Management
Programme 2: Investigations
Indicator title Number of investigation reports finalised
Definition The indicator refers to investigations that are concluded
where investigation reports (formal and closing reports)
which are signed off by the Public Protector are
produced.
Technical Terms:
Formal Report: An investigation report signed by the
Public Protector in which the Public Protector makes
finding against those investigated
Closing report: An investigation report signed by
the Public Protector where no findings are made against
those investigated.
Investigation Branches and Provincial reports; formal and
Source of data closing reports signed by the Public Protector; register of
finalised cases
Method of calculation / Assessment Simple count
Investigation reports signed by the Public Protector
Means of verification
(formal and closing reports)
Assumptions All investigation reports followed processes stipulated in
PPSA policies, manuals and procedures
Disaggregation of Beneficiaries Target for women: N/A
(where applicable) Target for youth: N/A
Target for people with disabilities: N/A
Spatial Transformation (where The spatial impact area is in all nine provinces within
applicable) South Africa
35Indicator title Number of investigation reports finalised
Calculation Type Cumulative (Year-end)
Reporting cycle Quarterly
Desired performance Performance higher than the one targeted is desired
Indicator responsibility Executive Managers for: AJSD, GGI and PII
Percentage of adherence to turnaround times in
Indicator title finalisation of cases
The indicator measures the number of cases that get
finalised within stipulated timeframes of 9 months for Early
Definition Resolution (simple) cases, 18 months for Service Delivery
cases, 30 months for Good Governance and Integrity
(conduct failure) cases and 36 months for very complex
Good Governance and Integrity (conduct failure) cases
Source of data Investigation files / Statistical reports / investigations reports
/ closing letters and register of cases finalised falling within
the set parameters/ cases register
Method of calculation / Percentage = number of finalised cases within turnaround
Assessment times/total number of cases finalised X 100
Means of verification 1. List of cases finalised indicating the date on which files
were received, the classification of cases (ER, SD, GGI,
GGI (complex matters) and the date of finalisation of
cases
2. Complaint form/complaint e-mail/complaint letter with
date on which the complaint was received
3. Assessment form or investigation file cover indicating
how the cases were classified or reclassified as ER, SD,
GGI or GGI (complex matters)
4. Formal report/Closing report/closing letter/closing note
Assumptions All finalised investigations followed processes stipulated in
PPSA policies, manuals and procedures
Disaggregation of Target for women: N/A
beneficiaries (where Target for youth: N/A
applicable) Target for people with disabilities: N/A
Spatial Transformation The spatial impact area is in all nine provinces within South
(where applicable) Africa
Calculation Type Cumulative (Year-end)
Reporting cycle Quarterly
Desired performance 100% achievement of target
Indicator responsibility Executive Managers for: CSM, AJSD, GGI and PIII
36Indicator title Percentage of 30 months and older cases finalised
These are cases that will be 30 months and older at the time
of reporting till from 1 April 2020 till 31 March 2021. It should
Definition be noted that this is a moving target as cases age daily. The
abovementioned cases are consided a backlog. The
target exclude very complex GGI as their turnaround for
finalisation is 36 months
Source of data Investigation files / Statistical reports / investigations reports
/ closing letters and register of 30 months and older cases
Method of calculation / Percentage = number of finalised 30 months and older cases
Assessment / total number of 30 months and older cases X100
Means of verification 1. List of casess that are 30 months months and older
(both finalised and active cases) except for very complex
GGI cases with turnaround times of 36 months
2. Complaint form/complaint e-mail/complaint letter with
date on which the complaint was received by PPSA
3. Formal report/Closing report/closing letter/closing note
Assumptions All finalised investigations followed processes stipulated in
PPSA policies, manuals and procedures
Disaggregation of Target for women: N/A
beneficiaries (where Target for youth: N/A
applicable) Target for people with disabilities: N/A
Spatial Transformation The spatial impact area is in all nine provinces within South
(where applicable) Africa
Calculation Type Cumulative (Year to date)
Reporting cycle Quarterly
Desired performance Performance higher than the one targeted is desired
Indicator responsibility Executive Managers for: AJSD, GGI and PII
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